Owing to the 'recreation facilities' that Golf Clubs often flank, these are spots not only for players but also for the ones who are interested in 'attached amenities'. This makes it mandatory for the management group operating the club choose a potent 'tracking device' to gauge the progress in various directions and on a timely basis. The areas that are to be looked after in here are- Financial Perspective, Infrastructure Perspective, Club's Facility Structure and Performance Perspective.Financial evaluation is possible with KPIs such as 'Average membership fee', 'Maintenance expenses', 'Equipment Acquiring: Revenues' and 'Average Return'.Club's Facility Perspective can be obtained using KPIs ''Facility' grading of the club', 'Number of Instructors', 'Instructors' Quality' and 'Technical Equipping'. Further, Infrastructure Perspective can be attained utilizing metrics like 'Number of events held yearly', 'Square foot area of the clubhouse', 'Layout Attractiveness' and 'Players capacity'. Finally, Performance Perspective can be had with parameters such as 'Yearly increase in number of memberships', 'Revenue rise', 'Improvement in customers' view' and 'Percentage drop in non-availability'.
Read Why do business professionals choose ready-to-use KPIs? to find out the answers to these questions:
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Golf Club is a place people visit for enjoying the game of golf, either in casual manner or to pursue it professionally. However, these clubs are not only involved in offering the golf services but also a number of other 'additional amenities'. All these collectively aim at giving the golf places an interesting and adventurous touch. From this emerges the need to choose an appropriate 'tracking instrument'.
In other words, for maintaining the charm and utility of these spots, it is necessary that the management carry out a 'measurable analysis' and put it in the form of a balanced scorecard. One can collect all the metrics that are found to affect the growth prospects of the clubs under suitable categories and use those for future monitoring. This management device came up in 1990s after several studies were conducted by Norton and Kaplan and discovered that using only the financial indicators to gauge the performance is an incomplete process. Therefore, some other perspectives were included to have a 'holistic view' of the operations.
Once the useful and related KPIs (Key Performance Indicators) have been selected, one can proceed with the job of calculating steps and moves. This act helps in giving the golf playing places shape up into successful entertainment spots.
This is the actual scorecard with Golf Club Performance Indicators and performance indicators. The performance indicators include: infrastructure perspective, number of events held yearly, square foot area of the clubhouse, players capacity, guests capacity, layout attractiveness, club’s facility structure, ‘facility’ grading of the club, number of instructors, technical equipping, instructors’ quality, financial perspective, average membership fee, maintenance expenses, average return, equipment acquiring: revenues, performance perspective, yearly increase in number of memberships, revenue rise, improvement in customers’ view, percentage drop in non-availability.
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